Defining ‘Disruptional Engineering’: Is being “disruptional” more important than being disruptive? By SSF

1. Defining ‘Disruptional Engineering’:
Is being “disruptional” more important than being disruptive?
Sanjay Gupta & Rakesh Sinha
Presentation on 13th December 2019
at 09th Annual Global Business Services Conclave 2019

2. Disruptional Engineering
Disruptional Engineering in Business Services is all about
creating new and innovative dimensions in value delivery
and proactively engineer our own disruption by
challenging four key paradigms
4Ds  Paradigms Statements  Value Delivery  CODE

3. Disruptional Engineering
Disruptional Engineering in Business Services is all about
creating new and innovative dimensions in value delivery
and proactively engineer our own disruption by
challenging four key paradigms
4Ds  Paradigms Statements  Value Delivery  CODE

4. 4Ds - Case for Disruption
Operating
Model
Design
Business
Dynamics
Talent
Deployment
Digital
Quotient
❶ ❷
❸❹

5. The 4 Ds
Extent or degree of enablement,
competence & expertise in respect of
digital integration to drive delivery &
growth. Includes technology dimensions
(conventional, Next-gen and enablement
technologies) & operations dimensions
(culture, collaboration & breadth/depth).
Architecture under which the business
services unit operates to deliver services.
Includes its scope, scale, location of
operations under the various service
delivery models
Operating Model Design
Environment under which the business services
unit is operating & is expected to deliver
performance. Includes mandate from sponsor;
stated & unstated customer requirements &
expectations; relationship with or importance
accorded by the parent organisation & linkages
with other stakeholders
Business Dynamics
Capacity & capability for the business services
unit deployed to discharge their delivery
responsibilities for the unit. Includes required
structure, strength, levels, skills, capabilities,
talent & knowledge platform of human &
digital workforce.
Talent Deployment
Digital Quotient

6. Operating Model Design
Paradigm Elements Paradigm Statements
1. Process Value chain
2. Scale & spectrum of operations
3. Geographical distribution
4. Services as a business
1. We are a transactional unit/ we do end-to-end
2. We are non core (back-end)
3. We have regional focus/ low cost centres
4. We are a cost centre/ have transfer pricing

7. Business Dynamics
Paradigm Elements Paradigm Statements
1. Strategic Importance/ Perception
of Contribution
2. Level of Sponsorship
3. Customer Expectations
4. Parent Business structure change
5. Business Protection
1. No seat at the 'table'/ just an extended team
2. Reporting structure is ineffective
3. Business units are refusing to let go/ we are
100% SLA compliant
4. We have no role to play/ head-office
prerogative
5. Will switch back to sending location

8. Talent Deployment
Paradigm Elements Paradigm Statements
1. Number of levels
2. Competencies and skill match
3. Reskilling mechanics
4. Workforce mix
5. Knowledge management
1. It is corporate defined
2. Our team is fully competent
3. Not possible to reskill old hands
4. Bots are blackboxes/ will solve all our problems
5. Process infused with the person

9. Digital Quotient
Paradigm Elements Paradigm Statements
1. Digitalisation - extent & degree
2. Level of Utilisation
3. Competence & expertise
4. Cyber security & risk
5. Ecosystem strength
1. We are already digitalised
2. Application is cumbersome
3. Not feasible to hire more 'experts’
4. We have no fear of breach
5. Partners are there to serve us

10. Disruptional Engineering
Disruptional Engineering in Business Services is all about
creating new and innovative dimensions in value delivery
and proactively engineer our own disruption by
challenging four key paradigms
4Ds  Paradigms Statements  Value Delivery  CODE

11. Value Delivery
In Business Services
environment, Value
Delivery consists of
the entire gamut of
outcomes relating to:
Customer/
Stakeholder
Experience
Governance
& Risk
Organisation
Goals &
Results

12. Dual Dimensions
The servicing centre can only be held to be generating
true value delivery if it is providing a meaningful
upsurge in any or all of the above business dimensions
These business dimensions are in themselves broad-
spectrum services consisting of both proximate &
extended exponents

13. Customer / Stakeholder Experience
 CCC touch points and Journey mapping
 VOC and CSAT
 Net Promoter Score
 Partnership Matrix
 Stakeholder Interaction
 Personalisation
 Comprehensive Ownership of Services
 Ecosystem Service Management
Customer/
Stakeholder
Experience
Governance
& Risk
Organisation
Goals &
Results

14. Brand
Engagement
Deliv ery
Serv ice
B u s i n e s s
I n i t i a t i v e s
C u s t o m e r
P r o c e s s
E n t e r p r i s e
P a r t n e r
B u s i n e s s
P a r t n e r
D e l i v e r y
P a r t n e r
S e r v i c e
P r o v i d e r
Partnership Framework

15. S tandardization to P ersonalization

16. Delivery to Dynamics
• SLA Review
• Monthly Calls
• Dashboards
• Projects
D e l i v e r y D y n a m i c s
Program Management & Change Enablement
Trusted Partner
• Stated Vs Unstated
• Power Map
• GBS Expansion / Growth
• Seat at the Table

17. Organization Goals & Results
 Top-line & Bottom line
 Key initiatives (Tech, People, Biz)
 Business Case for Business Units
 Resource and Capacity Optimisation
 End-to-end process
 GBS cost benchmarking
 Process Value Chain
 Capability Mapping and Enhancement
Customer/
Stakeholder
Experience
Governance
& Risk
Organisation
Goals &
Results

18. BP to BP
G B S
P e r f o r m a n c e
B u s i n e s s
P e r f o r m a n c e
B u s i n e s s
G r o w t h

19. Governance & Risk
 Compliance & Contractual Commitments
 Business Process Control Mechanism
 Performance Management
 Minefield Mapping
 RCM and Risk Mitigants
 DRP/BCP Readiness
 Cyber Security Systems
 Future Readiness
Customer/
Stakeholder
Experience
Governance
& Risk
Organisation
Goals &
Results

20. Disruptional Engineering
Disruptional Engineering in Business Services is all about
creating new and innovative dimensions in value delivery
and proactively engineer our own disruption by
challenging four key paradigms
4Ds  Paradigms Statements  Value Delivery  CODE

21. The ‘Code’ of Disruptional Engineering
Identify and Challenge key paradigms
Organise & prioritise the ‘pivotal’ strategies
Build capabilities to Demonstrate value
Mobilise resources & Execute the strategies

22. Review value
delivery
elements, for
proximate &
extended
parameters
Identify possible
paradigms across
4Ds
Question the key
paradigms
Explore pivotal
strategies for
identified
paradigms
Assess
capabilities &
value delivery
impact
Prioritise pivotal
strategies
Create execution
plan, program
management &
governance
structure
Mobilise
required
resources for
execution
Enable change &
execute the
strategy
Prepare business
plan & scenario
analysis for
prioritised
pivotal strategy
Build capabilities
for execution
Seek buy-in from
stakeholders &
sponsors
hallenge rganise emonstrate xecute

23. Reimagining
Value
• Value Proposition
• Process Value Chain
• Partnership Value Chain
• Value Communication
• End to End Projects
• Extension of Business
• Influencer Role Expansion
• Value Delivery Goal 3yrs
V a l u e
D e l i v e r y
V a l u e
P o t e n t i a l
V a l u e
C a p t u r e
• Top Line & Bottom Line
• Minefields/ Risk Mitigation
• Revenue Opportunities/ Enterprise-wide
Initiatives
• Institutionalizing Value Delivery Process

24. All the Best for your Journey
of
‘Disruptional Engineering’